WINING HEARTS AND MINDS
Because we want to
Intrinsic motivation and safety
Patrick Hudson
Delft University of Technology
Leiden University
Numbers of Incidents
Technology
Systems
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Engineering
Equipment
Safety
Compliance
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Time
Integrating HSE
Certification
Competence
Risk Assessment
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Behaviours
Leadership
Accountability
Attitudes
HSE as a profit centre
Culture
Introduction
•The original requirement in 1998
– A workforce that is intrinsically motivated in
HSE
•What does this mean?
– People who want to do the right things
– Not just because they are told what to do
– People doing the right things naturally rather
than forcing them
Structure
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Conditioning, reward and motivation
Intrinsic and extrinsic motivation
Problems with rewards
Goals and Tasks
Safety Cultures
What safety cultures do
From “in place” to “how we do things”
Conditioning
• Classical
– Pavlov – simple stimulus-response
• Operant
– Skinner – rewarding spontaneous behaviour
• Positive and negative reinforcement
– Reward and punishment
• Schedules
– Frequent, intermittent
• Extinction
Rewards
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Positive rewards make behaviours more likely
Negative rewards make behaviour less likely
Negative rewards attract immediate attention
Positive rewards generalise
Negative rewards generate behaviours aimed
at avoiding the consequences
– Speed cameras
How do you motivate people?
• The classical view (Banking?)
– Give people rewards to drive their
performance
– The greater the reward, the better the
performance
• The psychologists’ view
– Match people to what they want to do
– Make them feel appreciated
– Pay them for what they don’t enjoy
Goals
• Final goals
– what you really want to achieve
• Intermediate goals to achieve a final
goal
• Planning involves setting up
intermediate goals (tasks & targets)
Task types
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Easy – Difficult (ability or competence based)
Physical – Mental (muscles vs brains)
Interesting – Boring (importance, time)
You want to do it – you don’t want do it
)personal)
• Everybody wants to do it - Nobody wants to do
it (competition)
• Safe - Dangerous
Motivation
• The driving (motive) power to make
someone perform a task
• Extrinsic motivation
– Performing tasks to achieve an exterior goal
– Tasks need not be interesting or enjoyable
• Intrinsic motivation
– Performing tasks felt to be interesting and
enjoyable
– Goals are primarily internal
Problem with reward
• People performing tasks who are
intrinsically motivated generate their
own reward
• Extrinsically rewarding people for those
tasks only replaces the intrinsic rewards
• After extrinsic reward the intrinsic
motivation is reduced!!
Intrinsic Motivation
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Feeling of control
Feeling of competence
Self-efficacy
Respect
Locus of Control
• Internal
– People feel in control/command of their
own actions and consequences
• External
– People feel that they are driven by events
Self efficacy
• The feeling that you can achieve your
goals
– Those goals might be set by others, but it’s
best if you feel you set them yourself
• And, that you are doing it, not someone
else
• Related to internal locus of control
• Very powerful positive feeling related to
achieving success in performance
Demotivation
• Failure to achieve your goals
• Removal of positive rewards on failure
• Leads to extinction but may generalise
negatively to other behaviours
Motivation
• Motivation is difficult, especially for
psychologists
• There is a lot more than pep talks and
extra money
• People are most motivated to do what
interests them
• People remain motivated when they feel
they are in charge
IN SHORT MOTIVATION IS
HARD
The HSE Culture Ladder
GENERATIVE (High Reliability Orgs)
HSE is how we do business
round here
PROACTIVE
Safety leadership and values drive
continuous improvement
CALCULATIVE
We have systems in place to
manage all hazards
REACTIVE
Safety is important, we do a lot
every time we have an accident
PATHOLOGICAL
Who cares as long as
we're not caught
Safety Culture Ladder
GENERATIVE
chronic unease
safety seen as a profit centre
new ideas are welcomed
PROACTIVE
resources are available to fix things before an accident
management is open but still obsessed with statistics
procedures are “owned” by the workforce
CALCULATIVE
REACTIVE
PATHOLOGICAL
we cracked it!
lots and lots of audits
HSE advisers chasing statistics
we are serious, but why don’t they do what they’re told?
endless discussions to re-classify accidents
Safety is high on the agenda after an accident
the lawyers said it was OK
of course we have accidents, it’s a dangerous business
sack the idiot who had the accident
Specific actions you can take
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Work on communication systems - in both directions
Use your incident database – evidence-based management
Make the Work Safety program work
Take hazard identification and analysis seriously
Make full use of HSE & toolbox meetings
Take the HSE department seriously
Have consequence management for errors and non-compliances –
for management as well as workers
• Have good relations with contractors – they run the risks
• Audit properly – move from auditing paper to implementation
• Set impossible benchmarks - fight complacency
• Don’t do everything at once
Going up the ladder - how do we
get there?
• We need to develop good safety habits
• These build upon previously established skills
• Proposal is that organisations concentrate on doing
things rather than just trying to have better attitudes
• There is a progression up the ladder
– In place ( -> Reactive)
– In operation (-> Calculative)
– Effective (-> Proactive)
– Permanent and continuously improving (->
Generative)
• Attitudes will improve as people experience success
The HSE Culture Ladder
GENERATIVE (High Reliability Orgs)
HSE is how we do business
round here
PROACTIVE
Safety leadership and values drive
continuous improvement
CALCULATIVE
We have systems in place to
manage all hazards
REACTIVE
Safety is important, we do a lot
every time we have an accident
PATHOLOGICAL
Who cares as long as
we're not caught
The HSE Culture Ladder
GENERATIVE (High Reliability Orgs)
HSE is how we do business
round here
Permanent
PROACTIVE
Safety leadership and values drive
continuous improvement
Effective
CALCULATIVE
We have systems in place to
manage all hazards
In Operation
REACTIVE
Safety is important, we do a lot
every time we have an accident
In Place
PATHOLOGICAL
Who cares as long as
we're not caught
What do we try to achieve?
• Attitude change - at all levels in the organisation
– Not just the workforce
– Not just senior management
• Change through action, not talk
• Building on success - we can do it!
• Consolidation - changing the habits of a lifetime
How does this link to Intrinsic
Motivation?
• Selection of agreed and feasible tasks
– Give people choice in what they do
• Success with small steps rather than one
big one
– Break the progression down into feasible steps
• Control in the hands of those who perform
– This is hard for management to give up their
power
• Why doesn’t everyone do this?
Conclusion
• Motivation is hard, harder than pep talks
and rigid focus on success
• Developing intrinsic motivation requires
senior management to give up power
• Moving slowly up the ladder, fuelled by
success, is the best way to become a
true culture of safety
• You can do it!